In this post, I share a story of a board member who was skeptical about joining a board because of its reputation as risk averse and mostly white male. But after she did some research and asked many questions, she realized the organization’s reputation was outdated. The story is a positive one. After joining, she discovers a thoughtful and well-functioning board.

Consider an Invitation to Join a Board

As told by a Board Member somewhere in the United States.

I was invited to join the board of a fairly large and prominent nonprofit working in the education space. The board had seventeen members. I was asked because of my experience in the sector and, I believe, because I was respected for my work and opinions.

At first, I was not sure I wanted to join. The board had a reputation for being traditional, risk-averse, and predominantly white and male. As a woman of mixed race in my late 40s, I was not sure I would feel at home. The organization also had a strong and well-respected CEO, which led me to wonder if the board might be mostly “rubber-stamping” — people invited because they had deep pockets or access to those who did.

When the Board Chair first reached out, I said, “Maybe. Let me think about it. Let’s meet so I can learn more.” I am not the type to burn bridges, and I figured at the very least, a conversation was worthwhile. You never know when you might want to partner with an organization in your sector.

Do Your Homework

Before the meeting, I did my research. I reviewed their website, looked up every board member, and developed a list of questions to ask the CEO and Board Chair. I already knew quite a bit about their work and impact, but I still had questions.

To my surprise—and delight—the board was more diverse than I had expected. More than half were women, and nearly half were people of color. While most were middle-aged, there were a couple of younger members too. I realized my thinking was influenced by a reputation that was clearly out of date. I was curious about what else I would learn.

Ask Questions About Expectations and Culture

In my meeting with the CEO and Board Chair, I asked a lot of questions. I wanted to understand the expectations around committee participation, fundraising, and other board responsibilities. I was told they want board members to attend at least 75% of meetings, serve on one committee, and make a personally meaningful gift. While fundraising was not mandatory, they appreciated it when members could open doors, host events, or join staff on fundraising calls. About 25% of the board helped with fundraising, and all made financial contributions.

Program development was not part of the board’s role, but they did have a policy committee, where they thought I could contribute most. Other committees were what you might expect: Executive, Finance, Board Development, Governance, Fundraising, and Policy.

I also asked whether board members felt comfortable asking hard questions and offering dissenting opinions. I had previously served on a “rubber-stamping” board where nothing was ever questioned. The CEO and Board Chair assured me this board encouraged lively discussion and that it was a safe space for differing views. I accepted that answer but remained a bit doubtful given the CEO’s strong and outspoken reputation.

Because of the organization’s risk averse reputation, I wanted to get a better feeling about how they approached new innovations in education. So, I asked about that. I was told that the staff made those decisions but that the board had developed a framework for evaluating new programs. If something required new fundraising, added staff, fell outside the organization’s scope, or posed a reputational risk, the board had the opportunity to ask questions and weigh in, though the CEO made the final decision.

During the meeting, I also learned that one of the women on the board was Latina. I could not tell this by reading her bio – she was married and had taken her husband’s last name. That was another lesson for me — I had made assumptions based on a name. Later, I realized that if I joined, the board would be majority people of color.

Share About Your Background and Experience

They asked me questions, too—mostly about whether I had the time to commit. Clearly, this had been a challenge in the past because they emphasized it repeatedly. They told me that if I was passionate about the organization but did not have time to commit, they could find ways that I could contribute that would take less time.

I shared aspects of my background they did not know, including my experience in finance, which could be helpful in other areas of board work.

Have More Than One Meeting

I next met with other board members and talked to members of the community. The board members I spoke with were engaged and enthusiastic about the mission. They described the board as well-run, with good discussions. But I still could not tell how dissent was handled.

When I spoke to people in the community, it seemed that the organization continued to have a reputation for being conservative and mostly white. Since I had seen for myself that the board was NOT mostly white, I began to doubt the other aspects of its reputation.

Follow Your Instincts

I circled back to the CEO and Board Chair about what I had heard. They acknowledged the perception and said they were actively working to change it. The CEO had been there for four years, and term limits had brought in new board members. While some long-serving staff remained, strategic hiring was underway. They hoped that their actions would speak for themselves over time. They thanked me for bringing this issue to them.

I decided to join. When it was announced, several people from the community emailed me, asking what I was thinking. I told them I believed the organization had changed—and that I could help it continue to change for greater impact.

Stay Beyond First Impressions

At my first board meeting, I mostly observed. Every board has its own culture, and I wanted to understand how this one operated. People were welcoming, but the meeting itself was underwhelming—mostly reports and routine votes. I worried about the culture.

Then came the second meeting.

A new program was on the agenda. Materials had been sent in advance, including the board’s framework for evaluating new initiatives.

The program had been successful in another state, but it required new staff with different skills. The discussion was vigorous. Board members had clearly prepared and they asked thoughtful questions. Most seemed inclined to support the program.

Then a woman of color on the board spoke up. She explained that she had already shared her concerns with the CEO. “I did not want to blind side him,” she said. She carefully laid out her reservations. Her comments were insightful and added depth to the conversation. The staff responded respectfully and thoughtfully. Her comments prompted others to ask tougher questions, and the conversation deepened.

In the end, the board voted to move forward. She was the lone dissenter. But what she said afterward really stuck with me. She said she would support the decision, even though she disagreed. I admired her courage and grace. She had not been disparaged or dismissed. That moment made me hopeful about the board’s culture.

The following meeting was routine, but the one after included serious discussion about budget issues. Several board members raised concerns, and substantial changes were made in response. That gave me even more confidence in the board’s function.

Lessons Learned

• Do not make assumptions about people’s backgrounds, especially based on names.
• Do not rely solely on an organization’s reputation. Organizations evolve.
• Ask many questions of many people before joining a board. Dig into expectations, culture, and how decisions are made.
• Once you are on a board, speak your mind behind closed doors. But when the board votes, respect the outcome. The board must speak with one voice.